Organizations benefit when their business management system effectively integrates key performance indicators (KPIs) and other performance measurements with the processes that created them.
The Integrated Enterprise Excellence (IEE) 9-step system provides this integration through an IEE value chain. The IEE system, an enhanced, next generation business process management methodology, also offers predictive performance metrics and a road map for analytically determining targeted strategies and improvement efforts which benefit the big picture.
Businesses can use the IEE methodology framework to achieve much success with their Operational Excellence (OE) or a lean Six Sigma deployments.
The 5 book Integrated Enterprise Excellence series provides the road maps and details to create an enhanced next generation business process management (BPM) system for organizations to enhance both their strategic and day-to-day management practices.
The Enterprise Performance Reporting System (EPRS) software provides transparent predictive performance reporting that is integrated with the processes that created them through a clickable IEE value chain.
A business process management definition is dependent upon the source. Many references provide a BPM description that gives focus to process automation, while others highlight process rules and documentation. An Integrated Enterprise Excellence (IEE) business management system provides a BPM 2.0 system that can do both and more.
Business Process Management Definition and Beyond Read More »
Value chain vs. value stream: In Integrated Enterprise Excellence (IEE), an IEE value chain describes what an organization does and how it measures what is done from a high-level process-output response (i.e., 30,000-foot-level) point of view; a value stream map (VSM) describes work flow for functions in the IEE value chain.
Value Chain vs. Value Stream Read More »
Have you ever seen a person or an organization doing whatever it takes to achieve their measurement goals, even if their success would be detrimental to another department or the business as a whole? Most of us have observed or experienced this form of behavior. This conduct is an unintended consequence of the traditional methods for creating performance metrics in an organization. This article discusses how IEE’s non-silo metrics and improvement efforts provide a guiding light for organizations to bridge functional boundaries and move toward achievement of the three R’s of business.
Breaking Down Silos at Work and Make Collaboration Happen Read More »
Hoshin kanri, also called hoshin planning or policy deployment, is a technique that can establish a structure for implementing executive-defined strategies. However, the wording of strategic statements can lead to executions that are very team dependent. In addition, these statements can also lead to activities that are not healthy for the organization as a whole. In this article, Forrest Breyfogle will show how creating and executing strategic planning statements also can contribute to a company’s decline.
Enhanced Hoshin Strategic Planning Process Read More »
Lean Six Sigma is a well accepted business improvement methodology, but when you read about companies that have introduced Lean Six Sigma (LSS), the results are not always consistent. There are as many examples of success as there are of failure. Many studies on the impact of LSS show three key characteristics that are correlated with success: leadership support from the top levels of the company, high-potential employees provided LSS training, and the LSS methodology being used. From the outside, nearly all Lean Six Sigma programs and methods appear the same; they use DMAIC and they may provide a certification. All LSS methodologies are not the same, not by a long shot. The article discusses how the Smarter Solutions’ Lean Six Sigma roadmap and methodology provide students the highest probability of success in solving their project in a short period of time.
A fresh look at a red yellow green rating scale for scorecard colors can provide a better expected behavior than target tracking of individual numbers against an objective.
Red Yellow Green Rating Scale in Scorecards: What should the colors mean? Read More »
Lean has a very good tool set; however, it is not a business management system. Practitioners may work with process improvement tools in organizational silos that often have little, if any, positive impact on the big picture. The Integrated Enterprise Excellence system addresses this need for overall orchestration of business operations with process improvement efforts. This article discusses how lean tools are integrated within the IEE system.
Enhanced Lean Process Management System in an Overall Business Management Framework Read More »
People need to maintain control of their behaviors otherwise they might harm someone or their self. For example, people need to refrain from hitting someone when they get very upset with them. Similarly, companies need to have a control mechanism so that healthy policies and procedures are followed. If organizations don’t do this, problems can occur. We have seen the negative impacts on a global scale when companies do not have enterprise-wide control mechanisms that lead and drive healthy behaviors. This article discusses how to avoid some of this similar failures and how to create an effective business control system.
Enhanced Management Control System Read More »
A few Lean Six Sigma project-problem statements read: Avoid problem [blank] from ever happening again. We can apply the standard DMAIC process to this issue to provide improvement recommendations to the organization, but is this the most efficient path to take? The choice to execute a DMAIC project will take significant time and many of the steps are not very useful. In this webinar we will provide a sequence of Lean Six Sigma tool usage that will provide a very comprehensive and long standing risk mitigation effort that is more than just using an FMEA.
Many organizations align their Lean Six Sigma efforts with the quality department, but keep the efforts completely separate. There are a number of Lean Six Sigma tools that can be applied to the QA and QC efforts of an organization to drive significant improvements. This is not running a Lean Six Sigma project, but the use of certain tools to assess the performance of the inspections, the quality of the auditing, and more. We find that most organizations have a high level of faith in their QA and QC programs without understanding the power and effectiveness of these efforts. In this webinar we will show you a series of Lean Six Sigma measure, analyze, and control-phase tools that individually can assess the true QA and QC performance and lead to quick and inexpensive improvements.
Quality Assurance in an Enhanced Business Management System: Description and Webinar Read More »
